The Influence of Team Goal Alignment and Awareness on Human-Centered Design Team Decision-Making Strategy

Design team decision-making underpins all activities in the design process. Simultaneously, goal alignment within design teams has been shown to be essential to the success of team activities, including engineering design. However, the relationship between goal alignment and design team decision-making remains unclear. In this exploratory work, we analyze six student design teams’ decision-making strategies underlying 90 selections of design methods over the course of a human-centered design project. We simultaneously examine how well each design team’s goals are aligned in terms of their perception of shared goals and their awareness of team members’ personal goals at the midpoint and end of the design process, along with three other factors underpinning team alignment at the midpoint. We report three preliminary findings about how team goal alignment and goal awareness influence team decision-making strategy that, while lacking consistent significance, invite further research. First, we observe that a decrease in awareness of team members’ personal goals may lead student teams to use a different distribution of decision-making strategies in design than teams whose awareness stays constant or increases. Second, we find that student teams exhibiting lower overall goal alignment scores appear to more frequently use agent-driven decision-making strategies, while student teams with higher overall goal alignment scores appear to more frequently use process-driven decision-making strategies. Third, we find that while student team alignment appears to influence agent- and process-driven strategy selection, its effect on outcome-driven selection is less conclusive. While grounded in student data, these findings provide a starting place for further inquiry into of designerly behavior at the nexus of teaming and design decision-making.

Principais medidas tomadas para a mudança dos processos assistenciais durante a pandemia por COVID-19

Objetivo: descrever as principais medidas tomadas para mudança dos processos assistenciais e de comunicação interna na vigência da pandemia por COVID-19 de um hospital oncológico. Método: Trata-se de um relato de experiência. Resultados: 1) Criação do fórum para tomadas de decisões assistenciais. 2) Criação do canal de dúvidas e centralização dos protocolos assistenciais e 3) Encontro semanais online. Considerações finais: O êxito e as conquista obtidas até o momento, se dão o trabalho em equipe, o alinhamento com uma linguagem única e a busca pelo os princípios guiados pela segurança do paciente, dos profissionais, acesso e qualidade da informação, através da busca de uma comunicação efetiva.Descritores: Planejamento de Assistência ao Paciente; Gerenciamento da Prática Profissional; COVID-19. MAIN MEASURES TAKEN TO CHANGE ASSISTANCE PROCESSES DURING THE PANDEMIC BY COVID-19Objective: to describe the main measures adopted to change the care and internal communication processes in the pandemic surveillance by COVID-19 of an oncology hospital. Method: This is an experience report. Results: 1) Creation of a forum for assistance decision-making. 2) Creation of the channel of doubts and centralization of assistance protocols and 3) Weekly online meeting. Final considerations: Success and achievement so far, if the work is carried out as a team, alignment with a unique language and the search for principles guided by the safety of the patient, professionals, access and quality of information, by seeking effective communication.Descriptors: Patient Care Planning; Professional Practice Management; COVID-19. PRINCIPALES MEDIDAS TOMADAS PARA CAMBIAR LOS PROCESOS DE ASISTENCIA DURANTE LA PANDEMIA POR COVID-19Objetivo: describir las principales medidas tomadas para cambiar los procesos de atención y comunicación interna durante la pandemia COVID-19 de un hospital oncológico. Método: este es un informe de experiencia. Resultados: 1) Creación de un foro para la toma de decisiones de asistencia. 2) Creación del canal de dudas y centralización de protocolos de asistencia y 3) Reunión semanal en línea. Consideraciones finales: El éxito y los logros alcanzados hasta ahora se deben al trabajo en equipo, la alineación con un lenguaje único y la búsqueda de principios guiados por la seguridad del paciente, los profesionales, el acceso y la calidad de la información, a través de la búsqueda. comunicación efectiva.Descriptores: Planificación de Atención al Paciente; Gestión de la práctica profesional; COVID-19.

Building Adaptable Teams for Co-configuration

In innovative organisations we are seeing an increase in cross-functional teams being built around projects. The diverse perspectives of collaborators draw from personal world-views and organisational roles, which contributes to radical collaboration across traditional boundaries of work. This hands-on workshop aims at testing a rapid team alignment activity in which teams propose core values and align these to the innovation learning cycle, synthesising them into foundational work practices for each phase. These are then reframed as the teams' innovation narrative.

Goal congruence in teams and performance: The role of (shared) psychological contract fulfilment

This study examines the motivating effects of goal congruence on outcomes in teams. Building on psychological contract theory and theories of person–environment fit, we proposed at the team level of analysis a mediating role of psychological contract fulfilment (PCF) and moderating effects of task interdependence and team identification. The results indicate partial mediation of shared PCF in the goal congruence – team performance relationships and a significant moderation effect of team identification with team alignment in learning goal orientations.

The influence of Coordination on the Performance of Plant Turnaround Maintenance through Team Alignment in Malaysian Process-Based Industry

The plant turnaround maintenance is a maintenance activity in which the machinery and equipment of the plant are shut down for repairing the worn out parts or installing new machinery. The event is costly and time consuming requiring a competent maintenance management. The large work activities of the event requires the services of large number of people. These people work in congested areas which might cause conflicts among the members and requires team alignment. It helps in attaining high performance of the event and the company. The current study uses survey approach for the data collection from oil & gas refining companies, petrochemical plants, cement plants, palm oil refineries and electric power generating plants. The simple random sampling technique was used for collecting the data. The data collected from 31 out of 96 companies yields an acceptable response rate of 32%. The empirical results of the current study shows that the performance of the plant turnaround maintenance increases with coordination and team alignment in plant turnaround maintenance.

Best Practices in Preconstruction Services for Transportation Projects

Preconstruction refers to project planning and services performed before construction takes place. It is a critical phase in the development of civil infrastructure projects. Civil infrastructure projects such as highways, freeways and other transportation related projects rely heavily on the preconstruction phase to improve partnerships, increase inter/intra-firm coordination and collaboration, and ensure a higher probability of successful project outcomes. Preconstruction services vary by project delivery method in terms of cost, timing, and level of benefit received. When a practice reaches a level of great value to the industry, it is often referred to as a ‘best practice’’. This paper discusses the delivery method and industry best practices that are most beneficial for successfully implement preconstruction services Results of a recent study using data gathered from 81 U.S. project owners, referencing projects from 17 states, and totaling over 6 billion U.S. dollars are given. The study identifies and ranks the best practices for performance of preconstruction services within each delivery method. Moreover, the paper presents an analysis of variance identifying the preconstruction services that add the most value to a given project, as well as the best practices to implement in order to effectively deliver a specific preconstruction service. Additionally, a cost analysis of project data is presented to identify average costs for preconstruction services. Guidance from industry leaders is presented to improve team alignment, partnering, firm coordination, and overall project success.

Integrating Lean Six Sigma in the daily operations of an ICU to achieve safe, quality patient care.

230 Background: Developing and maintaining a culture of safety and quality in delivering patient care is critical in the intensive care unit (ICU) especially an oncology ICU. Incorporating the Lean Six Sigma program into daily operations of the ICU achieves, simplifies, and sustains continuous improvement in the delivery of safe quality patient care. This program engages the ICU team through visual management of quality, safety, and budget indicators including medication scanning, falls, sharps exposure, infection prevention including blood stream, catheter, hospital and ventilator acquired pneumonias, venous embolism prevention, and staffing compliance. Methods: The initiative focused on stakeholder development to increase professional certifications, improve engagement through development and implementation of educational events, and enhance participation in monthly journal club. Discussion of evidence-based research projects aligned each shift with data, metrics, and outcomes. Cost containment through charge capture, reduction in wasted supplies, and appropriate level of care order was implemented. With the support of Lean Six Sigma, the lean daily management board came to life each shift. Results: Outcomes included medication scanning rates increasing from 94% to 99.5%. Hospital acquired infection and pressure ulcer rates remained 0%. Venous thromboembolism prophylaxis rates increased form 77% to 100%. Staffing compliance increased from 90% to 100%. The number of chemotherapy certified nurses increased from 56% to 71%. The number of nurses with specialty certification improved from 28% to 47%. Stakeholders engaged in 32 professional educational events, and 12 journal clubs were led by the ICU nurses. Product charge capture began at $0 ending in an average of $1342 per month from 0% charge capture to 100% charge capture each month. Conclusions: Team alignment around daily production, patient flow, and staff development enables real-time problem solving around the daily issues of safety, quality, productivity, and stakeholder development. In this oncology critical care unit it has not only enhanced daily communication but every twelve hour shift engagement as well.